A Case Study On The Deep Transformation Of H Bank's Retail Outlets

With the changes of domestic and international economic situation,customers' financial consumption habits have been quietly changed.With the intensification of industry competition and the rapid rise of “Internet + ”and big data,commercial bank retail development is faced with multiple tests of tradition and innovation.With the advancement of financial system reform,interest rate liberalization has been gradually formed,and the business model of commercial Banks which used to rely on the difference between deposit and loan will undoubtedly face a sharp cut in bank profits.Therefore,both the external environment and internal policies are forcing commercial bank retail development to achieve further transformation.Bank outlets are one of the most important channels for commercial bank retail development,service ability and operation efficiency become the development of the retail business of commercial bank core competitive ability,thus to root out historical defects,conform to the trend of The Times,developing innovative financial products,perfect service mode and performance management,and gradually push the retail outlets transformation in recent years become one of the important content of the reform of the Banks operating.H bank as the country's first by the city commercial Banks,urban credit cooperatives established joint reorganization of regional joint-stock commercial Banks,since 2011 to start network service standardization project,through standard counter personnel service "seven stages" and standardized service hall staff words content to realize the unified service standards and overall network services such as ability to ascend.Launched in 2015,the depth of the retail outlets transformation projects,focuses on the customer to go into a bank branch service hall running route as the main line,from outlets hall functional partition to further upgrade of soft service.Through the job responsibilities,the retail staff's work content is clarified,and the refined management from the stock customer to the incremental customer is carried out.According to the performance appraisal mechanism,the work focus is guided,the sales capacity of every customer and every outlet is improved,and the banking service capacity is improved as a whole.Level,which in turn improves customer satisfaction.This article will focus on the case study method,focusing on the deep transformation mode of retail outlets.Firstly,a brief review of the relevant theories of the transformation of bank retail outlets is carried out.Then,the H-bank retail outlets are used as case study objects,and the practice of deep transformation from four aspects: physical network function partitioning,job configuration,customer refined management and performance management Explain,and then,combined with the first-hand data from the customer and internal employee questionnaires,examine the effects of deep transformation,summarize the remaining deficiencies and the causes of problems,and finally,from the financial aspects of the balanced scorecard.The four dimensions of internal business process,learning and growth,and customers have proposed strategies to deepen customer service management,promote deep transformation of business model,optimize network business processes,and implement employee growth incentive programs.